Now lets take a step back from your job, and let us look at everybody's favorite subject...themselves!

We have found that even though work places a structure on us that means we cannot always do what we are good at, people nevertheless work better at those things that match their work preferences. There is more opportunity now for matching jobs with people's strengths, skills and preferences than ever before, mainly because of the increasing specialization and complexity referred to in the first step above. Think about the Types of Work wheel and the areas you enjoy working in and those you do not. That may give you a clue to your preferences.

A Swiss Psychologist called Carl Jung, who interestingly enough had a great interest in Eastern religions, and a contemporary of Freud, found that there were only a few significant psychological constructs that could explain the difference between people. Even though he wrote in the 1920's his work has been adapted bymany since and it is also important for managers and organizations, as simple effective for understanding individual differences between people is critical to understanding strengths and weaknesses.

This exercise has been designed to get you thinking about principles of team management and how it can be used. We hope it has been useful and will give you several ideas to talk about with your team. A formal discussion period where you and your team sit down to discuss nothing but how they work together will produce benefits if you focus on the following questions:

• What is the role and objective of this team?
• Are all 8 job functions performed well?
• Do we all know what each other is doing?
• How can I delegate those things that can be done byothers?
• Should we be reviewing the jobs in the team to look for redundancy and repeating of job functions?
• Do we have a balanced team in terms of role preferences?
• How can we redress these imbalances?
• Are each of us doing enough to link together the work of the Team?

Do not let the session become a "gripe session". The best way to avoid this is to concentrate on the jobs and not the personalities and make sure nobody makes personal comments. You also need to produce an atmosphere of openness.

Always finish with an action plan. Every meeting, as you know must conclude with agreed actions, responsibilities and dates.

While some progress will be achieved without the needs of others, it is always very effective to have a trained facilitator run the session rather than one who is already involved with the team.

In an opposite example a top Advertising group had too many Explorer-Promoters and Creator Innovators. Surveys with customers reinforced that they thought the quality of work was great, but that they group was always missing deadlines. Action points here included appointing a strong Conclude Producer to the Top Team and improving quality control.

Once you have diversity, you will have to deal with Conflict. Linking Skills are useful here. Better a diverse enthusiastic team that is well linked and managed rather than a group of Yes men or women who never argue! Its all very comfortable but you miss opportunities.

Schedule a definite regular time where team members ONLY discuss how teamwork can be improved and keep each other informed on their work Encourage people to know each other personally and encourage openness. Sharing personal profiles from the Team Management Index is very useful for this.

Delegate what is not in your area of expertise or interest. Somebody else may be able to do it better, leaving you empowered to do more suitable tasks.

Managing a team is far more demanding (but far more effective) than managing individuals. Move your style to having more group meetings rather than individual meetings but maintain a strong presence especially in setting and following up tasks and actions for the group and individuals.

Seven reasons why teams are more important than ever!

Teams have always been important but now they have become essential. This is because of a number of inter-related factors.

1. The flattening of hierarchical levels (the traditional pyramid) means that people have to be more interdependent in order to achieve more with less.

2. The whole quest for Total Quality, continuous improvement and improved customer service means that the functional barriers are breached and people forced to co-operate between functions, not just within a function.

3. The need to respond more rapidly to market forces and changes external to the organisation, means that organisational structures are more complex (matrix management is just one example) and more flexible. This increases the need for collaborative decision making (more 'we' decisions, less 'I' decisions).

4. Raised expectations about participating in, or at the very least being consulted about, decisions that effect people and their work practices. This automatically increases the demand for more group/team decision making.

5. The increased use of project teams and task forces, often multi-disciplinary, to come together rapidly to tackle a major issue or problem and then disband.

6. The empowerment movement and the changing role of managers from director to facilitator (is there such a word?), inevitably puts greater emphasis on the group/team and less on 'divide and conquer' management styles.

7. Last but not least, the attempts to create Learning Organisations. This is only possible if learning teams (mini Learning Organisations) meet frequently to trawl their experiences for learning and agree what to do better/differently in future. The key to creating a Learning Organisation is to have lots of overlapping Learning Teams.

I cannot envisage a time when teams will be unimportant. Even the prospect of disparate, home based workers doesn't make teams redundant, it just makes creating esprit de corps more of a challenge!

How to select a quality team building provider

These questions were recently featured in Convention and Incentive Marketing magazine. Sabre writes regular articles for CIM and compiled this one after clients and industry people questioned - what are the characteristics of a good team-building provider? These questions are based upon research from corporate clients and the qualities that they demand from a professional provider.

First and foremost, it is important to remember that quality operators with genuine industry experience do exist. Unfortunately many band wagon riders (usually well meaning out-doorsy types or simply unskilled operators) have muddied the waters leaving a trail of disappointed clients in their wake.

A good operator will welcome these questions and should be able to answer them with confidence (it will even give some modest ones a chance to show off). The answers to these should assist in making your decision.

1. How many years have you been in operation as a dedicated corporate facilitator?

It is important to know that your provider has genuine experience in tailoring and delivering programmes for corporate clients. Trading off simple sports activities or games and then attempting complex corporate events can be a dangerous (although common) error for inexperienced providers. Make sure that their experience includes substantial contact and a proven track record with a range of corporate clients.

2. Do you tailor programmes to meet the clients needs?

An experienced operator should have a substantial repertoire of methodologies, programme options and concepts. The tailoring of an event should involve building the programme from scratch to suit the clients specific aims and objectives (not just pushing the standard off the shelf package). Ask questions about how the provider has actually tailored programme elements to dovetail with specific client aims such as change initiatives, process re-design, product developments etc.

3. Do you have professional facilitators?

Beware of those who simply round up a few mates, put them in bright shirts, and then expect them to deliver programmes to a corporate client. Unfortunately, great events don't come that easily. The word facilitator (is there such a word?) does get thrown around quite a lot. Enthusiastic hotel recreation staff, outdoor enthusiasts or a few mates do not necessarily make excellent corporate level facilitators. Ask how many facilitators actually work with the organisation full time / part time, what experience they have and if possible actually speak with some of them to gauge their ability. Make sure they know what they are doing. After all you don't want just anyone running around with your team. The skills, experience and training of the genuine article don't happen overnight or come that easily.

4. What internal systems and infrastructure do you have?

In theory, anyone claiming to offer corporate development services to the business world should be able to run a professional business operation him or herself. You should be satisfied that sufficient systems and support staff are in place to ensure that what has been promised to you will actually be delivered on time, in the right place and in the right way. Good QA doesn't go astray when providing any form of event.

5. Do you have comprehensive public liability insurance?

Professional operators wouldn't dream of taking a corporate group for a stroll to the corner store without this under their belt. In fact, a good operator should never need to call upon it, but it is a useful gauge of an operator's credibility whilst protecting both the client and themselves. If a major insurance company is satisfied with their level of expertise then at least you can make some judgments for yourself with this as a sound basis. Be especially aware of only partial or insufficient coverage in this area.

6. What theoretical knowledge do you have?

Just being able to coil a rope or burst with charisma doesn't necessarily equip someone with the skills to lock horns with a company's senior management or HRD team. An organisation providing corporate development should have within their own team some repository of management wisdom or at least the psychological basics. Even for a fun conference programme, it is nice to know that your provider has some idea about how the client and their people operate. Make sure that they are not all talk and no substance.

7. What is your C&I track record?

Conference and Incentive based events are often a world apart from standard outdoor-experiential training programmes. A good grounding in both structured team and management development programmes and C&I events, is useful. Ensure that your provider knows what is expected within a C&I environment.

8. Can we see some client testimonials?

Request actual testimonials of clients who have engaged this provider to deliver an event or a programme. If you are uncertain, ask to speak to a range of past clients with needs similar to yours. This should not pose a problem to an experienced operator.

9. Do you have a permanent stock of good equipment?

Whether the delegates are on a resort lawn for half an hour or in the wilderness for ten days, good gear is essential. Safety is an obvious issue that cannot be undervalued, but there are also some others. A good stock of clean, well-maintained and appropriate props and equipment helps to ensure smooth and professional delivery. It also demonstrates a level of commitment from the operator as a serious provider of team event services.

10. How are your concepts / activities developed?

A good operator will have developed their own range of concepts and activities that can be drawn upon to target a client's specific aims or to simulate a required situation or theme. Many borrow from a fairly standard range of concepts, which creates a risk of the client repeating tired old games and activities. Creativity and innovation is fairly important in a C&I environment so ensure that your provider has some original concepts and not just faded copies of someone else's.

If you cannot obtain satisfactory answers to these questions it may be wise to re-appraise your choice provider. After all, there could be more than just your reputation at stake if all does not go well.

Experience, credibility and know-how are essential for anyone wishing to provide any form of team based training or event to a corporate client.

A good operator will be happy to answer these questions so don't be afraid to ask them.

The Belbin Team Roles

The Belbin Model is a robust and highly effective concept on teamwork that is the product of many years of research. British psychologist Dr Meredith Belbin has worked to achieve a coherent and accurate system that explains individual behaviour and its influence on team success. These behavioural patterns are called "Team Roles" and these nine roles cover the types of individual behaviour at work in a team.

1. Plant (PL)

Advancing new ideas and strategies with special attention to major issues and looking for possible breaks in approach to the problem that the group is confronting.

2. Resource Investigator (RI)

Exploring and reporting on ideas, developments and resources outside the group, creating external contacts that may be useful to the team and conducting negotiations.

3. Co-ordinator (CO)

Controlling the way in which the team moves forward towards the group objectives bymaking the best use of team resources; recognising where the team's strengths and weaknesses lie and ensuring the best use is made of each members potential.

4. Shaper (SH)

Shaping the way in which the team effort is applied, directing attention generally to the setting of objectives and priorities and seeking to impose some shape or pattern on group discussion and on the outcome of group activities.

5. Monitor Evaluator (ME)

Analysing problems, evaluating ideas and suggestions so that the team is better placed to take balanced decisions.

6. Team Worker (TW)

Supporting members in their strengths; eg. Building on suggestions, underpinning members in their shortcomings, improving communications between members and fostering team spirit generally.

7. Implementer (IMP)

Turning concepts and ideas into practical working procedures; carrying out agreed plans systematically and efficiently.

8. Completer Finisher (CF)

Ensuring the team is protected as far as possible from mistakes of both commission and omission; actively searching for aspects of work that need a more than usual degree of attention; and maintaining a sense of urgency within the team.

9. Specialist (SP)

Feeding technical information into the group. Translating from general into technical terms. Contributing a professional viewpoint on the subject under discussion.

Renowned corporate psychologist Dr David Marriott (a colleague of Belbin and an expert on his work) is available for detailed team role profiling and reporting for corporate teams and managers.

Why Teams Are Good

Organizations like schools, institutions of higher learning and companies have turned to teambuilding due to several reasons. One of the reasons is teams are more creative and more efficient at solving problems. According to Beebe and Masterson (2000: p. 12) -
 

Groups usually make better decisions than individuals working alone, because groups have more approaches to or methods of solving a specific problem. A group of people with various backgrounds, experiences, and resources can more creatively consider ways to solve a problem than one person can.

Besides that, teams generally make higher-quality decisions than individuals. Research clearly documents that "a group with diverse backgrounds, including ethnic diversity, results in better quality ideas. With more information available, the group is more likely to discuss all sides of an issue and is also more likely to arrive at a better solution". (Beebe and Masterson, 2000: p. 12)
William Edwards Deming, an American statistician who contributed certain concepts to the Japanese idea of continuous improvement or Kaizen in the 1950's once said that people are important. This realization on the power of human resource and human capability has made organizations and institutions turn to teams. Indeed, the best way to complete a multifunctional task is byputting together a team of versatile members. This is simply because teams can do work that ordinary groups can't do.
Besides, team also means 'improved processes'. Like the saying 'Two heads are better than one', group members working as a team not only collate more creative ideas and insights but also handle obstacles better. When confronted with problems, teams can see what is hging and design ways to overcome obstacles, enhance success, and apply organizational muscle to ensure smooth undertaking and completion of a specific task or process. (Robbins & Finley, 1995).

 

Teams in the Malaysian Scenario

Whether at schools, institutions of higher learning, workplaces, or social gatherings, the common values among most Malaysians of all ethnic origins manifest in the aspiration to achieve multicultural understanding.
As mentioned byAbdullah (2001: p.1), "Malaysia has often been described as a 'minefield of multicultural sensitivities' due to its diverse racial and ethnic composition". Despite this diversity, it has also been observed that "Malaysians work in apparent harmony and unity brought about bya few unifying factors, the most important of which are values that have withstood the test of time and are common to all the ethnic groups" (Abdullah, 2001).
These common values among the people, regardless of their positions in society or success stories, are very useful in teambuilding. Common Malaysian values like collectivism ('we' orientation), harmony and non-aggressiveness, trust and relationship building as well as tolerance and respect for differences often facilitate discussion and decision-making in a team, as well as reduce conflicts.
Based on the survey of 443 Malaysian and 56 international managers working in Malaysia, it is reported that most Malaysians are generally group-oriented. Most Malaysians believe a person has no real identity unless he belongs to a group (Abdullah, 2001). In their group, they will seek a support system for advice and encouragement. At the workplace, this network can either assimilate newcomers to the working environment or serve as an emotional valve for confusion and frustration. Beebe and. Masterson (2000, p. 5) also emphasize the importance of sense of belonging in-group formation. According to them, "not only do group members need a mutual concern to unite them, but they also need to feel that they belong to the group . . . members of a small group, however, need to have a sense of identity with the group; they should be able to feel that it is their group."

[ p. 10 ]

The implication is that Malaysians can work in a group, they can very well build a team and undertake new challenges. As a team, they will share a common purpose and influence one another. They should also be willing to accept clearly defined roles, duties and responsibilities as team-members (Beebe and Masterson, 2000).
Another value, which is common among Malaysians that helps to make team building a success is harmony and non-aggressiveness. Abdullah (2001) mentioned that "Malaysians feel secure if others in the organization, especially their superiors, are aware of them, understand their situation, treat them fairly and assess them accurately." Malaysians also dislike overt displays of anger or aggressive behaviour. In order to preserve harmony, Malaysians are often encouraged not to be frank with negative opinions. Instead, they are taught to look for subtle cues and ways of expressing it. Malaysians are also "extremely dedicated to doing a good job and they are eager to please" (Abdullah, 2001). In such circumstances, it can indeed create more harmony if members praise the efforts of colleagues when there is reason to do so. This can serve as reinforcement for the team, which is certainly a powerful motivator (Toropov, 1997). It can also create a collaborative climate, which is one of the characteristics of an effective team. Beebe and Masterson (2000) said that, "effective teams operate in a climate of support rather than defensiveness. Team members should confirm one another, support one another, and listen to one another as they perform their work".
As mentioned byToropov (1997), "if you spot a situation where someone's contribution merits recognition but has not received it, you will increase cooperation, build bridges, and enhance your own standing bycalling attention to the person's accomplishment at an appropriate moment."
Malaysians are also rich in trust and relationship building. Most of the time, "there is a strong preference for a relationship-oriented approach rather than a task-oriented approach when performing tasks. Developing trust and partnership understanding are far more important than the contractual obligation of getting the job done". (Abdullah, 2001). The value of trustworthiness usually encourages unified commitment among the team members. Just like the motto of the Three Musketeers - "all for one and one for all", team members should have this attitude when working together to achieve a clear, elevating goal and feel united bytheir commitment and dedication to achieve the task. (Beebe and Masterson, 2000).
In addition, Malaysians have great tolerance and respect for differences regarding religion, culture, food, etc. These values, which are commonly shared among Malaysians, contribute to a successful team building.
In a multiracial and multicultural scenario like Malaysia, one has to able to accept and respect beliefs and practices of others. This is important to avoid from hurting people's feelings and traditional ways of life. In the context of a team, this value can be very useful and helpful. In order to ensure teamwork success, it is best not to get on a high horse. As mentioned byToropov (1997, p. 281), "it doesn't matter how much education you have, how many degrees you've earned, or how many years you've put in. If you're part of a team-oriented work group in either the short or the long term, you owe it to your colleagues to show appropriate professional respect and goodwill at all times".

 

Conclusion

In conclusion, the success of team building in a multicultural environment, particularly in Malaysia, relies very much on three salient factors: unity, workgroup and racial prejudice. There is more likely to be unity if racial prejudice is minimal. At the same time, group members should have strong nationhood and feel that all their friends are Malaysians. Besides, they should foster friendship among the ethnic groups and they should perceive working with members from other ethnic groups as an effort to encourage unity among the nation. Whenever misunderstanding occurs, group members should avoid blaming other ethnic groups. Instead, they should discuss problems and conflicts with people from other ethnic groups. This concerted effort among the people can help to foster and promote a multicultural understanding among Malaysians.

 

Bersatu kita teguh Bercerai kita roboh

United we stand Divided we fall Global peace for ALL.

(A Malaysian version of the renowned Japanese limerick)

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Marketing for Homepage design and hosting by Impressions Events Management Sdn. Bhd. Reference team basics and leadership basics

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